Group IT Handbook - EN - 2019.02.25

GROUP IT
HANDBOOK
February 25th, 2019

—
RELEASE #1
Group IT Handbook
The Group IT Handbook is intended to complement the GO! Handbook, created to

guide you into AXA Group Operations’ new organization.
The Group IT Handbook has been created to:

Describe Group IT’s value proposition and high-level target operating
model
Guide you into Group IT’s new organization and ways of collaborating
The content of this document is not intended to be exhaustive. It will be enriched over
the coming weeks with updated information, such as key processes.
2
Table of content
1 2 3
OUR AMBITION BUSINESS HOW WE
& BELIEFS DRIVEN OPERATE
ORGANIZATION
Marc’s edito Our ecosystem Focus on our main activities

and interactions
Group IT identity Our organization chart
Discover the Product
How are AXA’s values and Focus on Products / Chapters / Lifecycle process
commitments translated Markets
into concrete symbols Next steps on key processes
within Group IT? Purpose of each Business Unit
Glossary
3
01 OUR AMBITION
AND BELIEFS
Marc’s edito
Dear Group IT colleagues,

Our ambition at AXA is to become a partner for our customers, empowering them to live a better life. We are moving away from the
traditional role of an insurer as simply a payer of claims. To make this happen, together with our colleagues in the AXA entities, we must
develop new solutions faster than before and technology will definitively be the foundation for these new offerings.
As part of AXA Group Operations, through our mandate and new operating model described in this handbook, we must be one of the
major catalysts and set the tone for AXA’s transformation into a Tech-led company. This means a fundamental change in how we
think, develop and implement technology.
Over the last few years, we have built solid IT foundations and strong assets across AXA with the implementation of shared IT
Infrastructure services and shared applications, including Cyber Defense. We have also already made significant progress with our
journey to Move AXA to the Cloud as part of the Group Technology strategy jointly defined with the AXA entities.
With our new operating model, we need to build on these foundations and deliver the following value proposition for the AXA Group and
ultimately our customers:
We define the Group’s Technology strategy and lead its implementation so that technology within AXA enables innovation and business
growth, while ensuring quality of service and security aligned with business-driven priorities.
We collaborate with AXA entities and market segments in full transparency to provide predictable, simple, efficient and secured IT Services.
We must also continue optimizing our costs through the enablement of Cloud adoption and the industrialization of operations.
Our success will depend on everyone’s enthusiasm and engagement. But I have no doubt that you will join me and agree that working
in Technology at AXA is exciting and motivating with such an ambition and road ahead of us.
Warm regards,
Marc
5
Group IT identity
As a division of AXA Group Operations, Group IT must comply with the following communications guidelines
In the past Now

AXA Technology Services
As a company
AXA Tech AXA Group Solutions
We are all
AXA Group Operations
One AXA IT AGS
Technical Products
As a division
Application Products AXA IT
We are all Group IT within
AXA Group Operations & Group IT is our identity for internal use
with all our colleagues within AXA and for external use AXA Group Operations
AXA Services is our legal name for legal purposes only
(e.g. pay slips, invoices, provider contracts)
6
How are AXA’s values and commitments translated into concrete symbols
within Group IT?
Some examples of concrete symbols shared by the Group IT teams
I will communicate
more on the customer
I will organize joint
We start every project, process, product with the customer in mind. events with
(not colleague) impact
of quality of service
We put all our energy and creativity into making things easier and simpler for the colleagues in AXA
I will spend a day in the
customer. entities
life of a colleague
We do everything to align our own interests with those of the customer, even when this I will visit a call dealing directly with
center or agency customers
means challenging the status quo.
once a year
We take decisions much faster, with 80% certainty, to make sure we execute at the
right pace and continue to innovate. We always prefer good enough but done rather
than perfect but too late.
I will ask more for
We think, decide and act in a much simpler way, for our teams and for our customers. help in meetings I will recognize
failures and learn
We value feedback, we ask for it and provide it in a respectful way. from them
We seek to learn and develop ourselves to do better and encourage our teams to do so
as well.
We think long term and act according to our ethics, even if this means making hard
choices. I won’t say “this
wasn’t my job to I will explain the why
We do what we say and say what we do, in full transparency. take care of” and ask for the why
We dare to speak up and share our convictions, but once a decision is taken, we fully
support and endorse it even if we disagree.
We recognize collaboration is the most important skill when it comes to promoting, I will set-up more I will talk to people instead
hiring and rewarding. transversal workshops of sending e-mails with
outside Paris long cc mail list
We foster diversity and inclusion because we are convinced that diﬀerent ways of
thinking, backgrounds and experiences will be key for our success in the long run.
7
02BUSINESS-
DRIVEN
ORGANIZATION
Our ecosystem
As part of AXA Group Operations, Group IT collaborates with colleagues in the AXA entities & Markets to trigger and empower
our insurance business model’s evolution through technology and innovation
AXA GROUP OPERATIONS VENDORS & PARTNERS AXA ENTITIES

& MARKETS
Research, Strategic Group
Engineering Group Group Programs, Operations Group
& Vision Security IT Finance Trans- Procurement
(REV) & Risk formation
DISTRIBUTION NETWORK
France
TECH Business Partners Europe
STRATEGY
Group Operations Group Technology Cyber Move Asia
General Manager CIO Office Office Defense to the Cloud
for Americas IT ENGAGEMENT International &
Program
MODEL New Markets
AXA
XL
Group IT Services
Operations CIO Office US
IT IT Partnership
SERVICES …
Corporate Business Cloud, Distributed
Functions & Data Digital & Network Mainframe Workplace
Products Products Products Products Products Products
Products CUSTOMERS
CHAPTERS
Service
&
Operations
French European International Asian Individual Commercial
Market Markets & New Markets Markets customers lines
US – Transnat.
9
Our organization chart (as of March 1 st 2019)
MARC BLOTTIERE
GROUP IT
Xavier DESPREZ Christine GARNIER
Executive Assistant Personal Assistant
John Irina Marina Giovanni Bruno Ash André

Business HILSON BUCHMANN CITUS D’ANIELLO LAURENT SHAH VANDEN CAMP
Partnership Business Partnership Group Operations Group CIO Technology Cyber Move to the IT
AXA XL, Transnational General
& INM Manager for Americas Office Office Defense Cloud Program Services
Valérie Hervé Paolo Cyrille Joanne Thierry Eric Amy Hervé

KALASCHNIKOW GLAIZE RUBANO MARTY PUPO GALLOY LAMBERT DJERIDI LAUER
IT Services Group Operations Corporate Functions Business & Digital Cloud, Distributed Mainframe Workplace Service &
Office CIO Products Data Products Products & Network Products Products Products Operations
Jean-Yves Friedrich Baudoin Ralf Stuart Henri Eric Patrice Sophie Alexandre
RUSAOUEN (1) SIMEON DE CHILLAZ Asian SCHMIES TOVEY ECHAROUX LAMBERT DENONCIN ATKINSON KERENYI
French European International & Markets Global Global Business Mainframe Workplace Network Distributed
Market Markets New Markets Partnership Service Solution Chapter Chapter Chapter Chapter
US – Transnat. Management Chapter
Product Market Chapter

10 (1) Bruno GAY ensuring interim until end of March 2019
Focus on Products, Chapters and Markets
The roles and interactions between Products, Chapters and Markets are a key element of Group IT‘s target operating model
KEY INTERACTIONS KEY ROLES
PRODUCT
Defines the value proposition and roadmap for Group IT products
Product Lifecycle (from ideation to decommissioning), in line with the needs of the AXA
Management entities.
Is accountable for product design and development to offer shared
Product design and standardized solutions that meet the needs of several entities,
Product Team & development while increasing the efficiency of AXA Group Operations.
Promotes, engages and ensures the product deployment to AXA entities.
Resource allocation Manages, develops and allocates operational and technical capabilities
CHAPTER Skills development to Products and Markets. Chapters’ resources are globally grouped in
AXA entities alignment with the Product organization (but may mirror AXA entities
Resource allocation distribution when relevant).
Benefit from Group IT
shared Infrastructure Product operations Chapters’ resources are responsible for service delivery and operations
services and shared Chapter Team within a market team.
Service delivery
applications to and operations Chapters’ resources contribute to product operations within a product
support business Resource allocation team.
growth
MARKET Relationship management Is the IT day-to-day proximity partner for AXA entities to ensure
with local AXA entities their satisfaction
Service management Is accountable for the quality of IT services delivered to AXA entities
(entity satisfaction, incident, problem, change, etc.).
Local Team Local integration project
management Is responsible to secure product deployment to AXA entities.
11
Purpose of each Business Unit
IT Services –
Business Partnership IT Services Office Service & Operations
Group CIO Office Group Operations CIO IT Market Departments
Corporate functions Global Service

Technology Office Products Management
Business Global Partnership

Cyber Defense & Data Products
Move to the Digital Products Chapter Departments

Cloud Program
Cloud, Distributed and

Network Products
Mainframe Products
Workplace Products
12
Business Partnership
What doesn’t change?
WHY IT Partnership of IT Services

for operations will continue
? as before.
Transparent collaboration
Added value
with AXA entities on IT
for AXA entities What is new from now on?
strategy and challenges
Creation of the Business Partner
roles with scopes aligned
with the Group’s market geographic
WHAT breakdown (Asia, France, Europe,

AXA XL, Transnational & INM).
? Contribution to IT IT strategy Collaboration on Service New engagement model
strategy definition execution Management with AXA entities in place
for France and Europe.
Collect business and customer Provide transparency on the Enable effective communication
insights through a close relationship implementation of the IT strategy with AXA entities to optimize
with AXA entities. for AXA entities. service experience.
Ensure alignment of the IT strategy Provide support & benchmark in
And tomorrow?
with the needs of the AXA entities. order to optimize IT investments &
New process for IT strategy
strategy (global & local).
definition (end of Q1).
Define and monitor yearly
business & IT strategy challenges New engagement model with AXA
to ensure the satisfaction of AXA entities to finalize for Asia,
entities. Transnational & INM scopes.
13
Group CIO Office
WHY
IT strategy definition
and cascading
? Reinforced Audit remediation activities
collaboration and IT Product IT Governance with AXA entities
Group IT
coordination with Improved IT Portfolio aligned What is new from now on?
compliance
AXA entities on performance with Business
and control Launch of a Product Portfolio
strategic IT topics strategy and Pipeline Governance
Complementarity with AXA Group
Operations Risk team for Audit,
WHAT Risk & Compliance management
? Contribution to IT IT Product Portfolio

at AXA Group Operations level ;
coordination of audit remediation for
strategy definition and Pipeline Governance Group IT scope
Support AXA entities, Business Partnership and Lead decisions on Group IT Products (pipeline, creation, Complementarity with Strategic
Technology Office for IT strategy definition and decommissioning, etc.) in alignment with the needs of the programs for analysis of Tech
execution. AXA entities and IT strategy through IT Product Portfolio Foundations investments and
Governance. strategy
Split of roles between Finance
IT governance Audit remediation, Risk & Compliance
teams and Group CIO Office for IT
and performance costs performance analysis
Define and drive an optimized Group IT governance (ELT, Updated KPIs for IT strategy
Organize and supervise remediation progress
CEO (Chief Executive Officers) Dialogues, IT Forums, for the Group IT scope. And tomorrow?
governance with AXA Group Operations divisions, etc.)
Stabilized organization for Group IT
Consolidate KPIs at Group IT level to provide stakeholders
audit remediation activities
with an accurate view of IT performance.
Deployed and stable management
for the overall IT Product Portfolio
and Pipeline
Support for future strategic studies
14
Technology Office
WHY Architects communities in

Technology Office sharing best
? practices and a set of references.
Support of AXA growth with

technology and innovation What is new from now on?
Central Business Unit covering all
the technology dimension
and bringing value for Group IT
WHAT and the AXA entities at both

transversal and local levels.
? Definition of Definition and management Definition of engineering Scope extension with Business
IT strategy of target architecture standards Architecture, Engineering
Excellence, Security and Data.
Define and manage the AXA IT Define the architecture (Business, Define company engineering
strategy, studying industry trends Enterprise, Platform and standards for systems, equipment, Reinforcement of the technical
and technologies around 7 key Application) to enable adoption of software development and scope (infrastructure).
initiatives (see next slide), in close new technologies and new market integration.
collaboration with the AXA entities solutions.
and Research, Engineering and
Vision (REV) division. And tomorrow?
Gradual centralization of all Group
IT Architects within Technology
Office (including Security architects).
Closer engagement with AXA

entities and businesses through
Business Architecture.
15
Technology Office
FOCUS ON ARCHITECTURE TYPES FOCUS ON TECH-LED IN PARTICULAR FUNDAMENTALS

Technology Office builds and maintains worldwide
7 key initiatives to innovate and transform at scale
architecture landscape
Business Architecture Business Architecture

By understanding AXA entities needs and business strategies, define Business To define the transformation path we want to follow.
Capabilities necessary to reach strategic goals. Translate these into investment
roadmaps in close collaboration and agreement with the Product organization. Master Data Management solution
To create an accurate, timely and complete set of data, starting with customer
data.
Enterprise Architecture
Define and manage associated Target Enterprise Architecture for P&C (Property Core IT systems simplification and modernization
& Casualty), L&S (Life & Savings), Health, Engagement and Transversal To reduce our complexity and technical debt.
perspectives, Security, Data & Infrastructure.
APIs (Application Programming Interfaces)
Solution Architecture To extend our range of products and services and to engage with new customers
and partners.
Monitor and implement the target architecture at operational level for strategic
initiatives, projects and products. One global Digital Workplace
To empower our employees through the three dimensions of Bricks
Infrastructure Architecture (working spaces), Behaviors (collaboration and innovation) and Bytes (devices).
Monitor and implement the target infrastructure architecture for strategic
initiatives, projects and products.
Move to the Cloud
To access the most innovative technology, improve time to market
and scale services.
Data Architecture
Work consistently with other architecture domains to support AXA’s data
Artificial Intelligence
transformation to reach strategic goals and support to the CDOs (Chief Data Leverage artificial intelligence to improve customer service, accelerate
Officers). business and improve efficiency.
16
Move to the Cloud Program
WHY Merger of Private and Public Cloud

Programs.
? Program organization reflecting
Reinforced Improved Applications the objective of closer relationship
collaboration Innovation pace security and
and better synchronization
acceleration with AXA entities.
and coordination of migration performance
with AXA entities
What is new from now on?
WHAT Stronger focus on Change
? Management of Move to the Cloud Program
& Communication.
Continue to evolve the Cloud strategy. And tomorrow?

Group Public and Private Cloud together in the same Program management: New operating model
with “Cloud, Distributed & Network
Reinforce the Cloud broker function (part of the Cloud product line mission) to support entities’ Products” transferring platforms’ run
migration projects. and support to “Service &
Operations”.
Manage the migration of applications to the Cloud for AXA entities,
Focus on Transnational, INM and growth entities.
Improve platform stability and performance (part of the Cloud product line mission).
Reinforce communication and change management for AXA entities and employees.
17
Cyber Defense
WHY No changes in terms of activities.
? Protect
Design and
Detect
Rapidly identify
Respond
Resolve issues
implement controls issues to minimize appropriately What is new from now on?
to defend the data and manage impact through measured New hierarchical lines of affiliation.
and reputation on AXA and its steps to ensure
of AXA and its customers business value New security operating model
customers’ trust with separation of first line
(execution) versus second line
WHAT (strategy, policies and controls) to

enable adoption of security,
? Execution of the Development
compliance and risk oriented
governance.
Security strategy of IT Security Products
Merger of several operational
Deliver operational security services Develop IT Security Products dedicated team (from apps, tech
to protect, detect and respond to to support Security strategy. and ISOPS (Information Security
cyber threats that could impact AXA Operations)) enabling end to end
Group. operational security vision
and simplifying collaboration
Ensure that Security by Design with the Group and the colleagues.
principles are used in Group IT
Products development and projects
and are aligned with Security
strategy frameworks delivered by And tomorrow?
Group Security.
Delivering and implementation
of AXA Cyber Defense strategy
(Target Operating Model, Cloud
support, security catalog) in order to
better protect, detect and respond to
Cyber threats and extend Cyber
18 Defense footprint.
IT Services Office
WHY Mostly block moves.
?
Transformation Process Cost optimization What is new from now on?
& Change harmonization and economies Centralization & standardization
of scale of IT processes within IT Services
Office to ensure a consistent
approach for Group IT.
WHAT Centralization of interfaces

with other AXA Group Operations
? IT Transformation AXA XL Operational performance
support functions within IT Services
to facilitate interactions outside
& transversal activities integration Program of IT services Group IT.
Lead the Group IT transformation, Coordinate the various initiatives Coordinate governance and Homogenization of PAs
optimize transversal activities related to IT integration with XL consolidate reporting and KPIs to organization in one team for France
(efficiency follow up, sourcing, (data center, investment provide stakeholders with an scope.
workforce, IP, etc.) operated in management, migration to accurate view of IT delivery.
Group IT and interface with AXA Cloud…) to optimize support for And tomorrow?
Group Operations’ other the Program objectives.
departments in a structured way. Evolution of IT Services Office
organization structure to better
face Group IT challenges and issues.
IT Project Management Personal Assistants
and consulting of Group IT for France
Group IT Project Management skills Unite all Group IT PAs (personal
together to support transversal IT assistants) in France in one team
projects in AXA Group Operations to leverage best practices and
(e.g. ONE V2, etc.) facilitate backups.
19
Group Operations CIO
WHY Group Operations CIO team

continues to work on existing
? Support for new activities until further notice.
AXA Group Maximum AXA Group What is new from now on?
Operations Process Operations Creation of a CIO organization
User Experience Automation global processes at AXA Group Operations level.
Steering of the IS Convergence

Program.
WHAT Commitment to serve all Group
? Delivery of IT services to AXA Group Operations users
Operations users.
Welcome of 100+ users

from AXA EIG (Economic Interest
Serve all AXA Group Operations users in terms of internal and shared applications, Groupings).
communication and collaboration tools, as well as devices, wherever they may be geographically
located. (Out of scope: data center, network management tools, etc.) And tomorrow?
Definition and implementation of
Leverage our AXA Group Operations expertise and service capabilities as effectively as possible Group Operations CIO operating
to meet the needs of AXA Group Operations users. model and organization reflecting
the new user services scope:
Ensure AXA Group Operations IS standardization and compliance with regulations and policies. Shared and internal applications,
communication and collaboration
tools and devices.
Accountability covering AXA Group
Operations users wherever
they need to work from or on
the move, in all countries where
AXA Group Operations operates
from.
20
Corporate Functions Products
WHY Mostly block moves of existing

teams.
?
Enhanced AXA Corporate Group compliance What is new from now on?
Functions performance with the new norms
Integration of Anti-money
and regulation laundering, Human Resources and
Communication scopes.
WHAT
? Product Lifecycle Overview of Corporate Functions Products offering
And tomorrow?
Group IT Target Operating model
implementation for Product
01 & 02 – Ideation / Feasibility study Compliance & Audit Lifecycle and Product Portfolio
(e.g. Anti-money laundering- NETREVEAL) management.
03 – Product development / Evolution
Finance (e.g. Iris Magnitude, PeopleSoft, Continuous adjustment
04 – Product deployment AXA Plan) of the Product Catalog.
Human Resources (e.g. YES Platform) Migration of products to the Cloud.

05 – Run / Maintenance
Internal Communications (e.g. ONE) New products and key projects.
06 – Product decommissioning
Procurement (e.g. FieldGlass, Ariba, Traveldoo, Ijet)
Product management Risk (e.g. SUNRISE)
21
Business & Data Products

teams.
?
Enhanced AXA Optimized IT Payer to Partner
entities solutions transformation What is new from now on?
performance for AXA entities Merger of two main departments
from AXA IT’s former Application
Products departments.
WHAT Integration of two product lines

from Technical Products which are
? Product Lifecycle Overview of Business & Data Products offering
also business linked in terms of
usage.
01 & 02 – Ideation / Feasibility study Business Products (e.g. Core Insurance

and CRM (Customer Relationship Management), Enterprise And tomorrow?
03 – Product development / Evolution Content Management)
Data Products (e.g. Data Exchange implementation for Product
04 – Product deployment and Management, BI, Analytics and BigData) Lifecycle and Product Portfolio
QA and Testing management.
Continuous adjustment of the
06 – Product decommissioning Product Catalog.
Product management Migration of products to the Cloud.
Accelerate the convergence to Group solutions by supporting and promoting IT solutions through a product approach (from ideation to run-off). Building of new offers based on
multiple products package
Ideate tomorrow’s solutions by leading the development of new products and services through market approach - the “voice of the client”, innovation
addressing end-to-end.
process (in cooperation with Research, Engineering and Vision (REV) division) and globalization of the local assets of the AXA entities.
Focus and differentiate by embracing the Value Creation model through cost reduction, increased time to market, service quality and anticipation of
22 business needs.
Digital Products
Multidisciplinary digital centers
WHY of expertise.
? Continue sharing in-house

technologies and assets.
Acceleration of the Customer first Integration Time to market
delivery & scale of company of Payer with a true sharing
new technologies through digital to Partner & reuse of AXA
customer services to digital assets What is new from now on?
eXperience AXA ecosystem & platforms AXA ecosystem offer for
accelerating Payer to Partner.
WHAT Focus on building new digital

platforms.
? Product Lifecycle Overview of Digital Products offering
Future tech delivery in strong
collaboration with Research,
Engineering & Vision (REV) division
01 & 02 – Ideation / Feasibility study Digital CoreXp: Digital centers of expertise of eXperience to accelerate innovation.
design - Analytics Social Media - Websites & Portals - Mobile
03 – Product development / Evolution – APIs & Middleware
AXA Ecosystem: AXA-Proven onboarding and integration And tomorrow?
04 – Product deployment of partners, startups and 3rd party solutions & applications
(e.g. Health Keeper) Digital community to share
05 – Run / Maintenance initiatives & information.
Digital Assets: Ready to use digital and technical assets
06 – Product decommissioning (e.g. AI computer vision) Discovery of entities-made digital
Future Tech Delivery: Digital assistants & Machine assets to industrialize and scale.
Product management Learning delivery
Digital Platforms: Contento - Liferay & more coming on
2019
23
Cloud, Distributed & Network Products 1 2
Focus on Cloud & Distributed Products


teams.
?
Business Security Shared IT Support
Innovation and infrastructure of AXA entities What is new from now on?
& digital agility performance and processes in their Creation of Distributed product
Cloud journey line and Cloud broker organization.
WHAT And tomorrow?

? Product Lifecycle Overview of Cloud & Distributed Product offering Group IT Target Operating model
Lifecycle and Product Portfolio
01 & 02 – Ideation / Feasibility study Cloud (e.g. Open PaaS, Azure PaaS, Private management.
IaaS, Cloud Data Lake, etc.)
03 – Product development / Evolution Continuous adjustment of the
Distributed (e.g. File Sharing on Premise, Product Catalog.
04 – Product deployment System Factory, etc.) Migration of applications and
technical servers to the Cloud.
Standardization of all AXA tooling
06 – Product decommissioning ecosystem to enable global TOM
(Target Operating Model).
Product management
New products and key projects:
implementation of Cloud broker
activities, System Factory, DBaaS
(Database as a Service), Core IT
decommissioning.
24
Cloud, Distributed & Network Products 2 2
Focus on Network Products

WHY Quality of service first.
?
Agility, scalability Enabling customer What is new from now on?
and standardization, experience Creation of Network product
time to market and line organization.
quality of service
And tomorrow?
WHAT
? Product Lifecycle Overview of Network Products offering
Lifecycle and Product Portfolio
management.
01 & 02 – Ideation / Feasibility study Access: evolution to SD LAN - Software Defined Local Area
Network (Wire or Wireless connectivity, Security) Continuous adjustment of the
03 – Product development / Evolution Product Catalog.
WAN: evolution to SD WAN (Software Defined Wide Area
Network), DPI (Deep Packet Inspection), internet local Migration of products to the Cloud.
04 – Product deployment
breakout
Transport Hub defined and being
05 – Run / Maintenance Data Center Infrastructure & Services: Transport & deployed worldwide.
Services Hub (Proxies, WAF (Web Application Firewall), DNS DC (Data Center) new generation in
06 – Product decommissioning (Domain Name Servers), ISE, etc.), automation USA.
Product management Introduction of Software-Defined Evolution: SD-WAN Deployment of SD LAN on JAVA
(Software Defined Wide Area Network), SD LAN (Software and enjoy Campus.
Defined Local Area Network), SD-DC, etc.)
New Service POD study underway.
Network Tools: more automation, monitoring, quality
of service
25
Mainframe Products
WHY Mainframe already in a global Model.
? Block move done.
Enhanced IT Applications security

business processing and performance What is new from now on?
Introduction of Product
Mainframe Products represent +50% of AXA business in which +90% are critical applications management.
Introduction of local focus point for

WHAT AXA entities.
? Product Lifecycle Overview of Mainframe Products offering

And tomorrow?
01 & 02 – Ideation / Feasibility study Mainframe Infrastructure services (i.e. hosting, HW
(processing, storage), monitoring) Group IT Target Operating model
03 – Product development / Evolution implementation for Product
Mainframe Platform solutions (i.e. Transactional Lifecycle and Product Portfolio
database design security IPC (Incident, Problem, Change) management.
04 – Product deployment
Reporting Devops)
Continuous adjustment of the
05 – Run / Maintenance AS400 Infrastructure services (i.e. Hosting HW Product Catalog.
(Hardware), monitoring) Enhanced AS400 product lines.
06 – Product decommissioning
AS400 Platform solutions (i.e. Middleware design
Product management security IPC (Incident, Problem, Change) Reporting)
AS400 batch management (i.e. Production workflow
scheduling batch monitoring)
26
Workplace Products
WHY Mostly block moves of regional

Workplace team in Chapter.
?
One AXA User Requirement for
collaboration satisfaction cultural change
Creation of Workplace product
line organization.
CTO Workplace Product team
WHAT transferred to Workplace Products.
? Product Lifecycle Overview of Workplace Products offering And tomorrow?

01 & 02 – Ideation / Feasibility study Collaboration & Communication (MS Office365 Building of the Product Catalog
suite, Audio/video-conferencing, events, Messaging, structure.
03 – Product development / Evolution Collaborative authoring & sharing, chat-based
Product team staffing and Chapter
collaboration, etc.) CoE (Center of Excellence)
04 – Product deployment identification.
Device Management (Workstation, Mobiles, Macs)
05 – Run / Maintenance Related Products (in other Product teams) Joint work with AXA entities to define
Workplace strategy and implement
06 – Product decommissioning User Connectivity (Wifi, remote access) global Workplace.
Product management Identity (ID Provisioning, One ID) Deployment of global Workplace
for AXA Group Operations, as role
model.
27
IT Services – Service & Operations – IT Market Departments
WHY Same Incident, Problem & Change

processes. Same level of
? mutualization and standardization
for Incident, Problem & Change
processes.
Quality of service AXA entities’ satisfaction Same operational governance and
delivery commitment framework
(operational KPIs, etc.)
Reporting on quality of service
per country/market.
WHAT All actors continue to work on the

same activities until further notice.
? Relationship Local Integration
management Project management
Ensure the AXA entities’ satisfaction with Promote, engage and ensure product Two departments in charge of
IT service delivery, IT project delivery, IT deployment for AXA entities for some process industrialization: Global
financials. products. Partnership and Global Service
Management.
Markets organization mirroring AXA
Cloud broker / Service organization of AXA entities.
«Cloud Center of Excellence» Management
Operations and technical resources
Support entities’ projects to place new Ensure AXA entities’ satisfaction. are provided by Chapters.
and existing Applications into the Cloud.
Report on service quality.
Ensure incident resolution, problems And tomorrow?
and change management. Global reporting on Quality
of Service at Chapter level
in addition to the existing reporting
per country/market.
Management of I1 Incident.
28
Global Service Management
WHY Global Service Control Incident,

Problem & Change Operational
? delivery is performed by Cap Gemini
and is not impacted by Group
Operations new organization.
Collaboration Quality Industrialization Global risk
and coordination of Service of processes and and audit The Global Service Control key
with Cap Gemini tools control stakeholder interfaces/touchpoints
haven’t changed. For example,
to drive value the original regional representatives
supporting the Incident, Problem,
WHAT Change Global processes have
remained the same in this phase.
? Standardization of Service IT Global capabilities
Management tools and processes
Define and ensure the deployment and use of Manage Global Vendor Management with external
standardized Service Management tools and and internal providers to ensure that the right quality The Global Service Control Incident,
processes within Markets, Chapters, Products and AXA of service of Global Services is delivered to Markets, Problem, Change Contact and
entities. Products and Chapters in terms of support, resource Escalation matrix has been updated
and risk management, contract, financials, etc. to include the new management
structure.
Global Service Incident, Problem Global Risk and Audit remediation Service introduction
and Change Management
Coordinate the different actors Manage all global risk and audit items Ensure that all new products and And tomorrow?
(Markets, Chapters, Products, Vendors) to ensure mitigation activity is services delivered into Service &
on Global Services Control Services correctly implemented. Operations adhere to a standard The Global Service Control Incident,
(Major Incident, Problem and Change service introduction framework to Problem & Change processes
Interactions to be further developed. and toolsets will be standardized
Management) and ensure that they are ensure they are appropriately
delivered with the right level of quality production ready. across the organization.
of service.
Interactions to be further developed.
29
Global Partnership
WHY Global Partnership role

and mandate (including engagement
? model ownership, partnership
community management, etc.)
Simple interactions Common IT
with Group IT Engagement Model
Extended accountability
covering both applications
and infrastructures scopes.
WHAT
? IT Relationship management Product pre-sales & promotion
And tomorrow?
Revised engagement model
reflecting new Group IT organization
Operational relationship management Financial communication Domain to be further developed with and mandate.
and follow-up the Product Managers and local IT
Operational KPI definition & target
Partnerships. Extended standardization of IT
Setting Volume Control with entities
Partnership tools and processes.
Governance framework Contractual framework
Entity satisfaction Project & Demand Management
control
IT Partnership professional
Entity 360° view family management
Strategic Planning support
Financial, Project & Contractual Engagement of IT Partnership
Relationship Management teams.
Evolution of the worldwide IT
Product deployment Partnership organization.
Management of the Partnership
Global Partnership ensures global alignment of Product Catalog and deployment Office Academy Learning
roadmap Curriculum to enable global
upskilling of teams.
30
IT - Service & Operations – Chapter Departments
WHY All operations resources within

Chapters continue to work on the
? same activities for the same AXA
entities.
Globalization Skills
of Operations development
Operational and technical
resources are grouped together in
WHAT five Chapters (Business Solution,

Mainframe, Workplace, Network,
? Contribution to service delivery and product development
Distributed) and allocated
to Products and Markets
through resource allocation
Manage people and skills to anticipate Workforce evolution strategy. process.
Chapters are responsible

Allocate resources to Products or Markets to ensure service delivery or product development. for service delivery as they provide
the resources for Markets.
Drive the global performance of the Chapter concerned in terms of operations and AXA entities satisfaction.
And tomorrow?
Possible creation of new Chapters
depending on Products strategy
(e.g. creation of a Cloud Chapter).
Gradual evolution of the internal

organization of Chapters
to support Product orientation
when relevant.
31
03HOW WE
OPERATE
Focus on our main activities and interactions
IT Services –
Business Partnership IT Services Office Service & Operations
Group CIO Office Group Operations CIO IT Market Departments
Corporate functions Global Service

Technology Office Products Management
Business Global Partnership

Cyber Defense & Data Products
Move to the Digital Products Chapter Departments

Cloud Program
Cloud, Distributed and

Network Products
Mainframe Products
Workplace Products
33
HOW
? Contribution to IT
strategy definition
IT strategy
execution
Collaboration on
Service Management
AXA entities AXA entities AXA entities
Business Partnership represents AXA entities to

ensure alignment of business needs with the IT Business Partnership enables
Business Partnership collects insights from the AXA effective communication with AXA
entities to ensure alignment of the IT strategy strategy implementation
Business Partnership drives and supports IT entities to optimize service
definition and execution with business needs
challenges (investment plan, benchmark, etc.) experience
has a close relationship
with Group IT actors to
Business Business Technology Business represent the entity Cyber Defense Business
Partnership Partnership Office Partnership level in the execution Move to the Partnership
coordinates, of the 6 IT foundations Cloud Program
with Group Business Partnership works Technology
Office
CIO Office, all in close collaboration with Business Partnership aligns Business & Data Business Partnership has regular
elements of IT Technology Office, which with Group CIO Office on all Products
owns the IT strategy interactions with IT Partnership for IT
strategy and IT strategy and performance Services on strategy and performance
execution for elements for the Markets
the Markets
MARKET
Group CIO Office Group CIO Office

Local Team (1)
34 (1) Including resources from Chapters

Group CIO Office 1 2
HOW
? Contribution to IT
strategy definition
IT Product Portfolio and Pipeline Governance
Group CIO Office owns the Product Portfolio Governance
PRODUCT
AXA entities Strategic Programs, Business

Product Team (1) Finance & Risk Partnership
Group CIO Office supports AXA entities to coordinate, document Group CIO Office works with Strategic
Group CIO Office collects Programs, Finance & Risk division to align Group CIO Office
and communicate on the IT strategy and supports IT strategy discussion collects from Business
from Products the value Portfolio and Product cost structure,
with AXA entities (CEO (Chief Executive Officers) Dialogues) proposition / impact Partnership insights
collects Finance KPIs and
analysis for development / costing/budgeting guidelines as inputs for from CIOs (Chief
phase-out, KPIs for Product Portfolio and Pipeline Governance Information Officers) /
Group CIO Office has performance management CEOs (Chief Executive
Group CIO Office interactions with Technology of the IT Product Portfolio, Officers) Dialogues
coordinates, with Business Office on the investment and new product proposals
Partnership, all elements for Pipeline management
roadmaps of the AXA entities
of the IT strategy and its as an input for the IT strategy
execution for the Markets definition Group CIO Office
Group CIO Office
IT Strategic Portfolio Governance Group CIO Office ensures the
Product Portfolio’s alignment
Group CIO Office secures with the IT strategy provided by
synchronization between Group CIO Office collects input Technology Office, handling the
IT Product Portfolio and IT from REV to feed the Product creation and management of
Product Catalog Pipeline with potential products the Product Pipeline and its
that could be industrialized governance
Business Technology IT Services Research, Engineering & Technology

Partnership Office Office Vision (REV) Office
35 (1) Including resources from Chapters, Cyber Defense, Technology Office and Research, Engineering & Vision (REV)
Group CIO Office 2 2
HOW
? IT governance and performance
Group CIO Office owns the IT governance and performance
Audit remediation, Risk & Compliance
Group CIO Office organizes and supervises the remediation progress for
Group IT scope
AXA Group BSI /GCD AXA entities IT Services Strategic Programs,

AXA Internal Audit Finance & Risk
Group CIO Office Group CIO Office organizes IT Group CIO Office
coordinates, with Group Forums with AXA entities CIOs consolidates Group CIO Office receives Group CIO Office is
departments, Group IT (Chief Information Officers) and operational KPIs audit plan and reports and the Group IT correspondent
strategic KPIs defined IT strategy discussion with AXA (quality of service) prepares various Audit for Audit, Risk and
in strategy execution entities (CEO (Chief Executive Committees for Group IT Compliance topics
roadmap Officers) Dialogues)
Group CIO Office Group CIO Office

Group CIO aligns with
Group CIO Office interacts with
Business Partnership Group CIO Office interacts Group CIO Office relies on Audit issue
Strategic Programs, Finance & Risk
on all IT strategy with Group Security for owners who manage Group IT issues
division to monitor tech. investment
and performance elements topics that affect entity IT resolution (action plans and remediation
alignment with IT strategy, as well as
for their Markets compliance indicators processes), to collect remediation
benchmark entity IT cost
progress and monitor budget
Business Strategic Programs, Audit issue

Partnership Finance & Risk Group Security
owners (1)
36 (1) Appointed within Markets, Chapters or Products

Technology Office
HOW
? Technology
Definition of IT strategy
Office owns the IT strategy
Definition and management
of target architecture
Definition of
engineering standards
AXA entities Technology Technology

Technology Office has regular Office Office
exchanges with CIOs (Chief
information Officers) and CTOs (Chief Business & Enterprise Solution
Technology Officers) to ensure that IT Architecture Architecture
strategy sustains business objectives Technology Office defines Technology Office
strategic orientations is part of the teams Technology Office defines company engineering
and target architecture who implement the standards for systems, equipment, software
Business Research, development and integration.
Engineering for the whole AXA target architecture
Partnership
& Vision (REV) ecosystem (including IT for IT Services to be Technology Office manages the deployment
Services and AXA entities) deployed in AXA of engineering standards to ensure that detailed
Technology
Technology Technology through the GT ELT (Group entities design is aligned with high-level design
Office works in
Office Office works Technology Extended and development frameworks
close
closely with REV Leadership Team)
collaboration
to define how
with Business
we industrialize
Partnership to
a new
collect inputs Technology Office works in
technology once
for the close collaboration with it is tested and
definition of Group CIO Office to ensure validated at REV
the IT strategy alignment between entity AXA IT IT AXA IT
level and drive
investment roadmaps and Data strategy entities Services Services entities Services
IT strategy
Final validation of strategic Final validation of design
initiatives through IT Forum through GARB (Global Architecture
and GT-ELT (Group Technology Review Board) and SPC (Strategic
Extended Leadership Team) Planning Committee) and IT Services
Group CIO Office Architecture governance
37
Move to the Cloud
HOW
? Management of Move to the Cloud Program
AXA entities
Move to the Cloud Program manages Move to the Cloud Program defines the Cloud strategy
the migration of applications to the and collects business insights and reinforces governance
Cloud for AXA entities with AXA entities to ensure engagement in terms of Cloud migration
MARKET
Move to the Cloud Move to the Cloud

Program relies on Cloud, Program relies on IT
Partnership, Digital IT Partnership,
Cloud, Distributed & Distributed & Network Move to the Cloud Program Cloud broker,
Network Products (1) Products for product boosters and local PMs
PMs (Project
development and (Project Managers) for Managers)
technical support product deployment
Move to the Cloud Program requests functional
experts as required by projects
Vendors
AWS (Amazon Web
Services),
MS (Microsoft),
etc. Other AXA Group Operations
support functions
Cloud, Distributed & Network Products

support, maintain and run the Cloud
platforms
Cyber Defense
HOW
Execution of the
? Security strategy
Development
of IT Security Products
Group Security provides

Cyber Defense with
Group Security policy, governance,
strategy and assurance
services
Cyber Defense
Cyber Defense
Cyber Defense provides IT Security
Cyber Defense Cyber Defense
Products following Group IT’s Products
delivers delivers
strategy, in collaboration with other BUs
implementation operational
(Architecture, Procurement, Markets,…)
and operations of security services
global IT Security for Group
Products and Operations
services for AXA (including Group IT
entities Products)
AXA entities
AXA entities AXA Group

Operations
39
IT Services Office 1 2
HOW
? IT Transformation
Target Operating Model
IT Transformation
Sourcing strategy and Workforce
Transversal activities
Efficiency and Internal Projects
Transversal activities
Sourcing process
Group IT Group Strategic Programs, IT Services

Procurement Finance & Risk Office
IT Services Office ensures the management IT Services Office defines the IT IT Services Office ensures alignment IT Services Office coordinates local
of transversal transformation activities for Group IT Sourcing strategy in collaboration with of Group IT efficiency plan and internal sourcing committees at IT Services
and follow-up on IT Services priorities to support Group Procurement projects investment plans level and manages specific requests
the execution of initiatives with financial target for IT Services scope
IT Services Group Operations IT Services

Transformation
Group IT BUs IT Services
Office Office
IT Services Office IT Services
contributes IT Services Offices ensures
to the definition of Office Sourcing IT Services Office follows up on the
IT Services Office ensures alignment of Group IT implementation of efficiency initiatives
transformation projects with AXA Group Operations the IT workforce strategy
plan in implementation and investment plans for Group IT scope,
support functions, Research, Engineering and Vision manages governance and ensures alerts
(REV), Security, etc. collaboration with & follow-up
Group Operations IT Services Office are escalated to Finance department
Transformation ensures
workforce plan
follow-up
in collaboration
Other AXA Group with HR Group IT BUs
Operations functions
40
IT Services Office 2 2
HOW
? AXA XL integration
Program
Operational performance
of IT services
IT Project Management
and consulting
Personal Assistants
of Group IT for France
IT Services Office IT Services Office IT Services Office IT Services Office
IT Services Office manages governance IT Services Office provides IT Services Office provide consulting IT Services Office manages Personal
on XLC integration Program Group CIO Office with KPI results services on large IT programs / projects Assistants scope for Group IT
centralized as input for Product (Move AXA to the Cloud, IFRS17, etc.) Executives in France.
Portfolio Governance
IT Services Office optimizes and
standardizes processes and activities
IT Services Office within the Personal assistants team
IT Services and manages related SLAs (Service
Group IT Office defines owns the Product Group IT
operational Catalog and ensures Level Agreements)
KPIs to follow (AXA its modification
entities satisfaction, according to
quality of service, Group Product Portfolio
projects, etc.) and CIO Office Governance
centralizes KPI decisions Group IT
results collected by IT Services Office
Global Partnership collects KPIs from
Product lines
PRODUCT
Global
Partnership Product Team(1)
Group Operations CIO
HOW
? Delivery of IT services
to AXA Group Operations users
Mc Sp UK Ge Mx
Fr It Sw Be US Asia
All AXA Group Operations in every country that AXA Group Operations operates from
AXA Group Operations Users
Group Operations CIO delivers services to all AXA Group Operations

users in terms of shared and internal applications, communication
and collaboration tools and devices
Group
Operations CIO
Group Operations CIO leverages our AXA Group Operations expertise and
resources as effectively as possible based on the needs of the users.
MARKET PRODUCT CHAPTER
Other AXA Group Technology Cyber

Operations functions Local Team (1) Product Team (2) Chapter Team Office Defense
(1) Including resources from Chapters

Product Lifecycle
Opportunity becomes a Product Product is removed from the Product

Product enters the Product Portfolio and Product Catalog Portfolio and Product Catalog
Continuous adjustment of the Product roadmap

and value proposition throughout the Product Lifecycle
Product Lifecycle Product management
Work in progress to align

with Research, Engineering
& Vision (REV) ideation process
New Product proposal Feasibility Product Product Product

Ideation Decommissioning
Pipeline management study development deployment evolution
Collecting and logging Generation of first set Deep dive of the Opportunity Design and build of Deployment and integration Increase in the Product’s Product
of deliverables to qualify to confirm the value and its the Product in line with projects within AXA business value end-of-life
of Opportunity ideas
an Opportunity alignment with the IT strategy Group standards entities(1)
GO / NO GO decision for next step (Product Portfolio strategic committee) Run / Maintenance
The choice of methodology (Agile / Waterfall) used to deliver is at the sole
Maintenance of the Product
discretion of the Product Manager
and follow-up on quality of service
43 (1) Or within Service & Operations for some technical Products such as Distributed & Network Products
Product Lifecycle
Opportunity becomes a Product Product is removed from the Product
Product enters the Product Portfolio and Product Catalog Portfolio and Product Catalog
Continuous adjustment of the Product roadmap

and value proposition throughout the Product Lifecycle
Product Lifecycle Product management
Deployment Adoption rate Impact analysis

Work in progress to align
with Research, Engineering strategy Invoicing Decommission plan
If major impact on
& Vision (REV) ideation process Roadmap fulfilment Business agreement
product price or
features Quality
New Product proposal Feasibility Product Product Product

Ideation Decommissioning
Pipeline management study development deployment evolution
Collecting and logging Generation of first set Deep dive of the Opportunity Design and build of Deployment and integration Increase in the Product’s Product
of deliverables to qualify to confirm the value and its the Product in line with projects within AXA business value end-of-life
of Opportunity ideas
an Opportunity alignment with the IT strategy Group standards entities(1)
Idea described & associated Value Proposition V0 Value Proposition (final) Service description Deployment strategy Same deliverables Investment plan
rationale Business Case V0 Business case (final) approved by target entities (plan, budget, deliverables, as Product Development for substituting
Proposal for study (length, Scope of PoC (Proof of Proof of Concept ARB (Architecture Review Board) scope, etc.) (updated) products approved
resources, open questions) concept) conclusions and demo approved technical Statement of work signed Decommissioning decision
when applicable design and integration patterns by the entity taken and agreed
Deployment forecast
Project plan V0 MVP (Minimum Viable Product) Configured product instance Decommissioning
Initial entities agreement
1.0 Acceptance agreement signed plan approved
Roadmap V0 Roadmap (final)
TOM (Target Operating Model) by the entity Infrastructure / Application
Target entities identified Project plan (planning, resources, approved by Operations QDC (Quality, Delivery, Cost) & is switched off and removed
milestones, deliverables, budget, department from landscape
Post-mortem minutes
etc.)
Sourcing contracts approved Transition plan to local
MVP (Minimum Viable Product) by Purchasing & Legal integration team
target described & approved
Costing & Pricing models SLA management in place
Product Manager appointed approved by Finance
KPI management in place
GO / NO GO decision All marketing materials
Costing & pricing
Funding secured (rate card, training material,
management in place
presentations, etc.)
KPIs as described in the Service Description
Standard service contract
KPIs as required by Product Portfolio management
GO / NO GO decision for next step (Product portfolio strategic committee) Run / Maintenance Meeting Minutes as described in Governance
The choice of methodology (Agile / Waterfall) used to deliver is at the sole in Service Description
Maintenance of the Product Roadmap updates
discretion of the Product Manager Yearly entity feedback
and follow-up on quality of service Invoicing information User group sessions
44 (1) Or within Service & Operations for some technical Products such as Distributed & Network Products
IT Services – Product Departments 1 4
HOW
? 0 - New Product Proposal 1 & 2 - Ideation /
Pipeline Management Feasibility study
Product Manager
collaborates with Product Manager
Technology provides the
the relevant experts
Office to run the Ideation / Ideation / Feasibility
Feasibility study study deliverables
Process owner presents
Business the product proposal Other AXA Group
Partnership PRODUCT Operations PRODUCT
functions
AXA
entities (3) IT Strategic Portfolio
Product Portfolio IT Strategic Portfolio Governance board
Process Owner Governance board Product Manager Product Manager
Research, Board makes a GO/NO
GO decision to launch
Engineering & Board makes a GO/NO
Product development
Vision (REV) Anyone can raise an GO decision to launch and allocates a budget
idea about a new ideation phase and
assigns a Product Product
PRODUCT product
Manager to conduct Resources(2)
Ideation/ Feasibility
study for each Business
Opportunity Partnership
Product Team(2) AXA entities(3) Product Manager
collaborates with the
Business and the Markets to
MARKET MARKET maximize the value of the
Opportunity
Market Team(1) Local Team(1)
(1) Including resources from Chapters (3) Including AXA Group Operations for some products
HOW
? Product Management
User Group informs the Market

on product evolution
and decommissioning
User Group consults IT
PRODUCT USER Strategic Portfolio Governance
PRODUCT GROUP for major product evolution(4)
MARKET Product Manager or in case of decommissioning
Product Manager delivers
collects ideas about
a business case and project
a product evolution
plan for product evolution
(e.g. new feature)
Market Team(1) Product Manager 1 Product
Manager/Owner IT Strategic Portfolio
Product resources User Group makes a GO/NO GO Governance board
share ideas about decision for product evolution
Board makes a GO/NO
a product evolution GO decision for major
(e.g.new feature) 2
product evolution
and for product
Business Product Manager delivers decommissioning
Partnership an updated product roadmap
AXA entities(3)
Product AXA entities(3)
3
resources(2)
IT Services Office
provides consolidated
KPIs as an input for the
Product Portfolio
Product resources
provide product KPIs
for consolidation IT Services Office
46 (2) Including resources from Chapters, Cyber Defense, Technology Office and Research, Engineering & Vision (REV) (4) Evolution linked to significant price or structural technology changes but not to feature evolution
HOW
? 3 - Product development / Evolution 4 – Product deployment
IT Partnership ensures
IT Partnership reports on MARKET satisfaction, promotes,
Product Manager collaborates deployment, satisfaction engages and ensures
with the relevant experts and is the voice of AXA product deployment
Other AXA Group for product development entities for AXA entities
Operations
functions IT Partnership
Product team
PRODUCT provides the
Global technical
PRODUCT partnership package Project Resources (1) AXA
Product Manager for the entities(3)
collaborates with IT and Product Team(2) product
MARKET Project resources
Global Partnership to integration deliver local
Product Team(2) define the product when relevant integration
deployment strategy
Operations Resources(1) projects for some
Products are accountable for product products
development Market Team(1) Product team ensures
the transfer of knowledge
Products deliver a finalized product Markets are accountable for
and product deployment strategy and responsibility for
product deployment for local
product operations and
and technical products
delivery
Business
Partnership
AXA entities(3) Product Manager collaborates Product Team promotes, engages and ensures
with the business to maximize product deployment and delivers integration
the value of the new product projects for some products for AXA entities
HOW
? 5 - Run and maintenance 6 – Product decommissioning
PRODUCT MARKET
IT Partnership
and Service
Product Manager Management reports
on satisfaction IT Partnership
and operational and Service
KPIs (quality of Management Market Team Product decommissioning is a key activity
service, SLAs) is accountable of Product Lifecycle, macro processes and
for service delivery, AXA
entities(3) responsibilities are currently being defined.
quality of service,
and satisfaction
Product and
Product Market resources Product
can collaborate
resources(2) resources(2)
on product
operations
IT Services – Service & Operations – IT Markets Departments 1 3
HOW
? Relationship Management
Global Partnership IT Partnership ensures

drives the MARKET satisfaction on IT service
standardization of IT delivery, IT project delivery, IT
Partnership financials
Global methodology and tools AXA
Partnership and supports IT Partnership (1) entities (3)
the deployment
of IT strategy and goals IT Partnership promotes, engages
and ensures product deployment
for AXA entities on some products
PRODUCT
Products provide promotional materials
and the deployment strategy
Product Team (2) IT Partnership reports on deployment
and satisfaction and is the voice of the AXA entities
Product Team promotes, engages

and ensures product deployment
for AXA entities on some products
HOW
? Local Integration Project Management Cloud broker / CCoE (Cloud Center of Excellence)
PRODUCT MARKET
IT Partnership reports IT Partnership promotes,

on deployment, satisfaction MARKET engages and ensures product Product Local Cloud AXA
and is the voice of AXA deployment for AXA entities Team (2) Broker/CCoE entities (3)
entities
IT Partnership Cloud, Distributed Support entities’ projects

PRODUCT & Network to place new and existing
Products support, Applications in the Cloud
Project resources maintain and run
deliver local AXA the Cloud
Project resources (1)
integration projects
Product Team (2) entities(3) platforms
for some products Move to the Cloud
Move to the Cloud Program relies on Cloud Move to the Cloud
Product team ensures broker/CCoE with local
the transfer of Project resources Program relies on Program defines
Cloud, Distributed & PMs (Product Managers) the Cloud strategy
knowledge and Operations resources (1) drive Operations
Network Products for product deployment and collects
responsibility resources on local
for Product and migration support business insights
for product operations Integration Projects
and delivery Markets are accountable for development and
product deployment for local technical support
and technical products
Product Team delivers integration Move To the

projects for some products Cloud Program
HOW
? Service Management
Global Service Global Service IT Partnership has regular Business

Management Management supports and interactions with Business Partnership
facilitates the Service Partnership on strategy
Management activity and performance
IT Services Office
PRODUCT MARKET
IT Partnership & Service IT Partnership & Service

Management reports on IT Partnership Management ensures AXA
Product Manager satisfaction and entities satisfaction,
& Service Management
operational KPIs (quality reports on service quality
of service, SLAs) and ensures crisis and
incident resolution
AXA entities (3)
Product and Market Operations Resources

Product resources resources can collaborate Operations manage local Incidents,
(2)
on product operations resources (1) Problems, Changes
and product operations
Markets are accountable for service delivery,

quality of service and entities satisfaction
Global Service Management 1 2
HOW
? Standardization of Service Management IT Global capabilities
tools & processes
PRODUCT CHAPTER
Global Service Management ensures that
the right quality of service of Global
Services (Cap Gemini, etc.) is delivered to
the Markets, Products and Chapters (L1
Product Team (2) Chapter Team CHAPTER
and L2 support, resource and risk
management, contract and financials…)
Global Service
Vendor
Global Service Management defines (e.g. Cap Gemini) Chapter Team
standardized Service Management
tools, processes and governance in
alignment with all stakeholders Global Service MARKET
Management
Global Service
Management Markets, Chapters, Products and AXA
entities ensure the deployment and Global Service
the usage of Global Service Internal Provider Local Team (1)
Management tools & processes Global Service
Management ensures
Global Vendor PRODUCT
MARKET Management
AXA Product Team (2)

entities Local Team (1)

Global Service Management 2 2
HOW
? Global Service Incident, Problem
and Change Management
CHAPTER
Global Service Global Service

Vendor (Cap Gemini) Management
Chapter Team
GSM (Global Service Management) Chapter/Product provides Major
manages the quality of service delivered Incident recovery capability,
Cap Gemini provides Problem Analysis, Change
operational delivery of the for the Global Service Control Service
(Major Incident Management, Problem Coordination
Global Service Control Incident, PRODUIT
Problem and Change Service Management, Change Management)
GSM ensures that the introduction of new
Global Services meets all the operational
requirements for Global Service Control
(Incident, Problem, Change Product Team (2)
GSM ensures that all Global Service Control

Services are delivered with the right level of
quality of service
GSM manages Global Service Control MARKET
escalations between the Chapters/Products,
GS Vendors and the Markets Market provides Global Service
Major Incident Impact
Local Team (1) Assessment, local stakeholder
communication, Global Service
Change Local Approval

Global Partnership
HOW
? IT Relationship Management Product deployment
Global Partnership implements the financial framework

provided by Strategic Programs, Finance & Risk and ensures
Strategic alignment between global and local teams
Programs, Finance
& Risk
Global Partnership
Global Partnership has regular ensures global alignment MARKET
interactions with Business Global of Product Catalog and
Business Partnership on strategy and Partnership deployment roadmap
Other AXA Group
Partnership performance and supports the supports Global IT Operations functions
day-to-day deployment of the initiatives with (REV, Security, Global
strategy and goals local rollout Procurement) Partnership IT Partnership
Global Partnership IT Partnership reports

drives the MARKET
Global Partnership on deployment, Project resources (1)
follows Global IT Forums standardization of PRODUCT satisfaction and is the
topics and coordinates IT Partnership voice of the AXA
Group CIO
with Group CIO Office for Global methodology and entities
Office Local Team(1)
the definition and Partnership tools and supports
follow-up at operational the deployment of
Owns the entity 360 IT strategy and
levels with KPIs view for Group IT Operations resources (1)
goals Product Team (2) Products provide the
technical package
and ensure the
Global Partnership defines transfer of knowledge
Global Partnership PRODUCT
operational KPIs to follow and responsibility for
IT Services (AXA entities satisfaction, collaborates with Product product operations
Office quality teams for the launch of and delivery
of service, projects, etc.) and global rollouts and
promotion of new Product Team (2)
provides reporting on KPIs
collected to IT Services Office, services
who consolidates them
IT - Service & Operations – Chapter Departments
HOW
? Contribution to service delivery and product development
MARKET CHAPTER PRODUCT
Local Team (1) Chapter Team Product Team (2)
Markets are accountable Chapters provide to Markts Chapters are responsible for Chapters provide Products are accountable
for service delivery operations and technical resource development and operations and technical for product design &
and operations resources Community management resources for product development
development
Chapters are responsible
for service delivery
and operations

Next steps on key processes
Please refer to GO Handbook to know Group IT processes that you can find Group IT processes that
more about AXA Group Operations in this Handbook we will further detail
processes
Validate new service product Product Lifecycle Incident

purchases
Problem
Order and pay a vendor
Change
Get a resource requirement approved
Patching
Recruit a resource
Product Portfolio Governance
Onboard a resource
Group IT KPI reporting
Learn and develop myself
Group IT detailed sourcing process
Declare time
Engagement model
Book travel and claim expenses
56
05 GLOSSARY
GLOSSARY
API Application Programming Interface HW Hardware

ARB Architecture Review Board IPC Incident, Problem, Change
AWS Amazon Web Services ISOPS Information Security Operations

KPI Key Performance Indicators
CCoE Cloud Center of Excellence
L&S Life & Savings
CDO Chief Data Officer
MS MicroSoft
CEO Chief Executive Officer MVP Minimum Viable Product
CIO Chief Information officer P&C Property & Casualty
COE Center of Excellence PA Personal Assistant
PM Project Manager
CRM Customer Relationship Management
POC Proof of Concept
CTO Chief Technology Officer
QDC Quality, Delivery, Cost
DBaaS Database as a Service QOS Quality of Service
DC Data Center REV Research, Engineering & Vision
DNS Domain Name Servers SD LAN Software Defined Local Area Network
SD WAN Software Defined Wide Area Network
DPI Deep Packet Inspection
SLA Service Level Agreement
EIG Economic Interest Groupings
SPC Strategic Planning Committee
GARB Global Architecture Review Board
TOM Target Operating Model
GT-ELT Group Technology Extended Leadership Team WAF Web Application Firewall
58

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GROUP IT

February 25th, 2019

The Group IT Handbook is intended to complement the GO! Handbook, created to

The Group IT Handbook has been created to:

Marc’s edito Our ecosystem Focus on our main activities

Dear Group IT colleagues,

In the past Now

AXA GROUP OPERATIONS VENDORS & PARTNERS AXA ENTITIES

Xavier DESPREZ Christine GARNIER

Executive Assistant Personal Assistant

John Irina Marina Giovanni Bruno Ash André

Valérie Hervé Paolo Cyrille Joanne Thierry Eric Amy Hervé

Product Market Chapter

KEY INTERACTIONS KEY ROLES

Group CIO Office Group Operations CIO IT Market Departments

Corporate functions Global Service

Business Global Partnership

Move to the Digital Products Chapter Departments

Cloud, Distributed and

WHY IT Partnership of IT Services

WHAT breakdown (Asia, France, Europe,

? Contribution to IT IT Product Portfolio

WHY Architects communities in

Support of AXA growth with

WHAT and the AXA entities at both

Closer engagement with AXA

FOCUS ON ARCHITECTURE TYPES FOCUS ON TECH-LED IN PARTICULAR FUNDAMENTALS

Business Architecture Business Architecture

WHY Merger of Private and Public Cloud

Continue to evolve the Cloud strategy. And tomorrow?

WHY No changes in terms of activities.

WHAT (strategy, policies and controls) to

WHY Mostly block moves.

WHAT Centralization of interfaces

WHY Group Operations CIO team

Steering of the IS Convergence

Welcome of 100+ users

WHY Mostly block moves of existing

Human Resources (e.g. YES Platform) Migration of products to the Cloud.

WHY Mostly block moves of existing

WHAT Integration of two product lines

01 & 02 – Ideation / Feasibility study Business Products (e.g. Core Insurance

Product management Migration of products to the Cloud.

? Continue sharing in-house

WHAT Focus on building new digital

Focus on Cloud & Distributed Products

WHY Mostly block moves of existing

WHAT And tomorrow?

Focus on Network Products

WHY Quality of service first.

WHY Mainframe already in a global Model.

? Block move done.

Enhanced IT Applications security

Introduction of local focus point for

? Product Lifecycle Overview of Mainframe Products offering

WHY Mostly block moves of regional

CTO Workplace Product team

WHAT transferred to Workplace Products.

? Product Lifecycle Overview of Workplace Products offering And tomorrow?

WHY Same Incident, Problem & Change

WHAT All actors continue to work on the

WHY Global Service Control Incident,

WHY Global Partnership role